During my twenty years of government service, I have met and come to
know many whistleblowers. If I could make a generalization about them I
would describe them this way: Whistleblowers are over-achievers. They are
competent and efficient, the kind of people who are concerned that things
be done right. They are also people who have the moral fiber to stand up
to corruption. In almost every case, they became whistleblowers because
a moral dilemma, not of their own seeking, was thrust upon them. They were
asked to do something immoral and they refused. Ninety-nine out of a hundred
people. when faced with such a dilemma, will hold their nose and remember
where their bread is buttered. Or they will convince themselves there is
no dilemma. Most whistleblowers start out doing the right thing thinking
that once "upper management" or some figure of authority learns of the
situation they will straighten it out. Even after they come to understand
that "upper management" is not going to save them, whistleblowers remain
unrepentant and even defiant. From that inevitably follows harassment,
persecution. and vilification. This is not the path for a malingerer. Each
year taxpayers pay billions of dollars for goods and services ranging from
health care and defense to public safety. And each year taxpayers pay millions
of dollars to police and prosecute fraud against the public purse. Yet
one whistleblower can frequently accomplish more than a room full of inspectors
or policemen, and cost far less. Whistleblowers know the system, and speak
out in a spirit of public service. Whistleblowers are precisely the kinds
of people we should have in top management of government and industry.
It is not the whistleblower who needs protection so much as it is the public
that needs the protection of the whistleblower.